Via a study of innovating and non-innovating German consumers, we explore links between the “Big Five” personality traits and successful accomplishment of three basic innovation process stages by consumer-innovators: (1) generating an idea for a new product or product improvement, (2) developing a prototype that implements that idea, and (3) diffusing the innovation to others. We find that personality traits are significantly associated with success differ at each stage. First, those who score higher on openness to experience are significantly more likely to have new product ideas. Second, being introverted and conscientious is significantly associated with successful prototyping. Third, those who possess high levels of conscientiousness are more likely to successfully commercially diffuse their innovations, whereas, in contrast, conscientiousness lowers the likelihood of successful peer-to-peer diffusion.
{"title":"Impacts of Personality Traits on Consumer Innovation Success","authors":"R. Stock, E. von Hippel, N. Gillert","doi":"10.2139/ssrn.2467152","DOIUrl":"https://doi.org/10.2139/ssrn.2467152","url":null,"abstract":"Via a study of innovating and non-innovating German consumers, we explore links between the “Big Five” personality traits and successful accomplishment of three basic innovation process stages by consumer-innovators: (1) generating an idea for a new product or product improvement, (2) developing a prototype that implements that idea, and (3) diffusing the innovation to others. We find that personality traits are significantly associated with success differ at each stage. First, those who score higher on openness to experience are significantly more likely to have new product ideas. Second, being introverted and conscientious is significantly associated with successful prototyping. Third, those who possess high levels of conscientiousness are more likely to successfully commercially diffuse their innovations, whereas, in contrast, conscientiousness lowers the likelihood of successful peer-to-peer diffusion.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"265 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122909658","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How do the social media affect the success of charitable promotional campaigns? We use individual-level longitudinal data and experimental data from a social-media application that facilitates donations while broadcasting donors' activities to their contacts. We find that broadcasting is positively associated with donations, although some individuals appear to opportunistically broadcast a pledge, and then delete it. Furthermore, broadcasting a pledge is associated with more pledges by a user's contacts. However, results from a field experiment where broadcasting of the initial pledges was randomized suggest that the observational findings were likely due to homophily rather than genuine social contagion effects. The experiment also shows that, although our campaigns generated considerable attention in the forms of clicks and “likes,” only a small number of donations (30 out of 6.4 million users reached) were made. Finally, an online survey experiment showed that both the presence of an intermediary and a fee contributed to the low donation rate. Our findings suggest that online platforms for charitable giving may stimulate costless forms of involvement, but have a smaller impact on actual donations, and that network effects might be limited when it comes to contributing real money to charities.
{"title":"Viral Altruism? Generosity and Social Contagion in Online Networks","authors":"N. Lacetera, Mario Macis, A. Mele","doi":"10.2139/ssrn.2441467","DOIUrl":"https://doi.org/10.2139/ssrn.2441467","url":null,"abstract":"How do the social media affect the success of charitable promotional campaigns? We use individual-level longitudinal data and experimental data from a social-media application that facilitates donations while broadcasting donors' activities to their contacts. We find that broadcasting is positively associated with donations, although some individuals appear to opportunistically broadcast a pledge, and then delete it. Furthermore, broadcasting a pledge is associated with more pledges by a user's contacts. However, results from a field experiment where broadcasting of the initial pledges was randomized suggest that the observational findings were likely due to homophily rather than genuine social contagion effects. The experiment also shows that, although our campaigns generated considerable attention in the forms of clicks and “likes,” only a small number of donations (30 out of 6.4 million users reached) were made. Finally, an online survey experiment showed that both the presence of an intermediary and a fee contributed to the low donation rate. Our findings suggest that online platforms for charitable giving may stimulate costless forms of involvement, but have a smaller impact on actual donations, and that network effects might be limited when it comes to contributing real money to charities.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115675253","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Various types of strategies are adopted at different levels of an organization to give effect to the objectives. Sony Corporation has adopted unique strategies to carve out a space for itself in the electronic products market. It is a company with an exceptionally strong commitment to research and an amazing passion for innovation. It follows the business culture of Japan, thereby juxtaposing the traditional strategies with the modern concepts. Since its inception, when it was founded in 1946 by Akio Morita and Masaru Ibuka, the company’s persistent focus on better technology for the people has constituted the unique corporate philosophy which differentiates Sony Corporation from its competitors.
{"title":"Sony and the Japanese Culture","authors":"Bharati Das","doi":"10.2139/ssrn.2370964","DOIUrl":"https://doi.org/10.2139/ssrn.2370964","url":null,"abstract":"Various types of strategies are adopted at different levels of an organization to give effect to the objectives. Sony Corporation has adopted unique strategies to carve out a space for itself in the electronic products market. It is a company with an exceptionally strong commitment to research and an amazing passion for innovation. It follows the business culture of Japan, thereby juxtaposing the traditional strategies with the modern concepts. Since its inception, when it was founded in 1946 by Akio Morita and Masaru Ibuka, the company’s persistent focus on better technology for the people has constituted the unique corporate philosophy which differentiates Sony Corporation from its competitors.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131479735","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Problem-solving research, and formal problem-solving practice as well, begins with the assumption that a problem has been identified or formulated for solving. The problem-solving process then involves a search for a satisfactory or optimal solution to that problem. In contrast, we propose that, in informal problem solving, a need and a solution are often discovered together, and tested for viability as a need-solution pair. For example, one may serendipitously discover a new solution, and assess it to be worth adopting even though the “problem” it would address had not previously been in mind as an object of search -- or even awareness. In such a case, problem identification and formulation if done at all, comes only after the discovery of the need-solution pair. In this article, we propose the identification of need-solution pairs as an approach to problem solving in which problem formulation is not required. We argue that discovery of viable need-solution pairs without problem formulation may have advantages over problem-initiated problem-solving methods under some conditions. First, it removes the often considerable costs associated with problem formulation. Second, it eliminates the constraints on possible solutions that any problem formulation will inevitably apply. We suggest that this approach merits further investigation.
{"title":"Identifying Viable ‘Need-Solution Pairs’: Problem Solving Without Problem Formulation","authors":"E. von Hippel, G. von Krogh","doi":"10.2139/ssrn.2355735","DOIUrl":"https://doi.org/10.2139/ssrn.2355735","url":null,"abstract":"Problem-solving research, and formal problem-solving practice as well, begins with the assumption that a problem has been identified or formulated for solving. The problem-solving process then involves a search for a satisfactory or optimal solution to that problem. In contrast, we propose that, in informal problem solving, a need and a solution are often discovered together, and tested for viability as a need-solution pair. For example, one may serendipitously discover a new solution, and assess it to be worth adopting even though the “problem” it would address had not previously been in mind as an object of search -- or even awareness. In such a case, problem identification and formulation if done at all, comes only after the discovery of the need-solution pair. In this article, we propose the identification of need-solution pairs as an approach to problem solving in which problem formulation is not required. We argue that discovery of viable need-solution pairs without problem formulation may have advantages over problem-initiated problem-solving methods under some conditions. First, it removes the often considerable costs associated with problem formulation. Second, it eliminates the constraints on possible solutions that any problem formulation will inevitably apply. We suggest that this approach merits further investigation.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116166567","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Automatic discovery of how members of social media are discussing different thoughts on particular topics would provide a unique insight into how people perceive different topics. However, identifying trending terms/words within a topical conversation is a difficult task. We take an information retrieval approach and use tf-idf (term frequency-inverse document frequency) to identify words that are more frequent in a focal conversation compared to other conversations on Twitter. This requires a query set of tweets on a particular topic (used for term frequency) and a control set of conversations to use for comparison (used for inverse document frequency). The terms identified as most important within a topical conversation are greatly affected by the particular control set used. There is no clear metric for whether one control set is better than another, since that is determined by the needs of the user, but we can investigate the stability properties of topics given different control sets. We propose a method for doing this, and show that some topics of conversation are more stable than other topics, and that this stability is also affected by whether only the most frequent terms are of interest (top-50), or if all words (full-vocabulary) are being examined. We end with a set of guidelines for how to build better topic analysis tools based on these results.
{"title":"How do Twitter Conversations Differ based on Geography, Time, and Subject? A Framework and Analysis of Topical Conversations in Microblogging","authors":"Victoria Lai, W. Rand","doi":"10.2139/ssrn.2231823","DOIUrl":"https://doi.org/10.2139/ssrn.2231823","url":null,"abstract":"Automatic discovery of how members of social media are discussing different thoughts on particular topics would provide a unique insight into how people perceive different topics. However, identifying trending terms/words within a topical conversation is a difficult task. We take an information retrieval approach and use tf-idf (term frequency-inverse document frequency) to identify words that are more frequent in a focal conversation compared to other conversations on Twitter. This requires a query set of tweets on a particular topic (used for term frequency) and a control set of conversations to use for comparison (used for inverse document frequency). The terms identified as most important within a topical conversation are greatly affected by the particular control set used. There is no clear metric for whether one control set is better than another, since that is determined by the needs of the user, but we can investigate the stability properties of topics given different control sets. We propose a method for doing this, and show that some topics of conversation are more stable than other topics, and that this stability is also affected by whether only the most frequent terms are of interest (top-50), or if all words (full-vocabulary) are being examined. We end with a set of guidelines for how to build better topic analysis tools based on these results.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"67 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130355524","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine how idea exposure produces cognitive stimulation. Study participants were given stimulus ideas with a low or high level of originality, or with absurd content. Stimuli were exposed in conditions of face-to-face communication and with computer and paper mediation, respectively. Three parameters of creativity were analyzed: Fluency, flexibility, and originality. Results revealed a positive effect on fluency scores for face-to-face communication. This effect is the most evident for the exposure of absurd stimulus ideas. We also found a positive effect on originality scores for highly original stimulus ideas
{"title":"Cognitive Stimulation of Individual Creativity in a Group Context: Mediated and Face-to-Face Idea Sharing","authors":"S. Yagolkovskiy","doi":"10.2139/ssrn.2286100","DOIUrl":"https://doi.org/10.2139/ssrn.2286100","url":null,"abstract":"We examine how idea exposure produces cognitive stimulation. Study participants were given stimulus ideas with a low or high level of originality, or with absurd content. Stimuli were exposed in conditions of face-to-face communication and with computer and paper mediation, respectively. Three parameters of creativity were analyzed: Fluency, flexibility, and originality. Results revealed a positive effect on fluency scores for face-to-face communication. This effect is the most evident for the exposure of absurd stimulus ideas. We also found a positive effect on originality scores for highly original stimulus ideas","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124148367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent field evidence suggests a positive link between overconfidence and innovative activities. In this paper we argue that the connection between overconfidence and innovation is more complex than the previous literature suggests. In particular, we show theoretically and experimentally that different forms of overconfidence may have opposing effects on innovative activity. While overoptimism is positively associated with innovation, judgmental overconfidence is negatively linked to innovation. Our results indicate that future research is well advised to take into account that the relationship between innovation and overconfidence may crucially depend on what type of overconfidence is most prevalent in a particular context.
{"title":"How Do Judgmental Overconfidence and Overoptimism Shape Innovative Activity?","authors":"Holger Herz, D. Schunk, Christian Zehnder","doi":"10.2139/ssrn.2201417","DOIUrl":"https://doi.org/10.2139/ssrn.2201417","url":null,"abstract":"Recent field evidence suggests a positive link between overconfidence and innovative activities. In this paper we argue that the connection between overconfidence and innovation is more complex than the previous literature suggests. In particular, we show theoretically and experimentally that different forms of overconfidence may have opposing effects on innovative activity. While overoptimism is positively associated with innovation, judgmental overconfidence is negatively linked to innovation. Our results indicate that future research is well advised to take into account that the relationship between innovation and overconfidence may crucially depend on what type of overconfidence is most prevalent in a particular context.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124589740","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
For more than forty years, the project management landscape has seen textbooks, journal articles and presented papers discussing the causes of project failures. Unfortunately, many of the failure analyses seem to look at failure superficially rather than in depth. When trying to discover the root cause of a failure, we usually look first in the contractor’s company for someone to blame rather than in our own company. If that doesn’t work, then we begin climbing the organizational hierarchy in our own company by focusing on the project team, followed by the project manager. Once we find someone to blame, the search seems to end and we feel comfortable that we have discovered the cause of the failure. It is human nature to begin finger-pointing at the bottom of the organizational hierarchy first, rather than at the top. Yet, more often than not, the real cause of failure is the result of actions (or inactions) and decisions made at the top of the organizational chart than at the bottom. It is also human nature to make decisions based upon how we are affected by the Seven Deadly Sins, namely: envy, anger, pride, greed, sloth, lust and gluttony.Decisions made based upon the Seven Deadly Sins, whether they are made at the top or bottom of the organization, can have dire consequences on projects. Sometimes the sins are hidden and not easily recognized by ourselves or others. We simply do not see or feel that were are committing a sin. The Seven Deadly Sins affect all of us sooner or later, even though we refuse to admit it. Some of us may be impacted by just one or two of the sins, whereas others may succumb to all seven. What is unfortunate is that the greatest damage can occur on projects when the sins influence the way that senior levels of management must interface with projects, whether as a project sponsor or as a member of a governance group. Bad decisions at the top, especially if based upon emotions rather than practicality, can place the project on a destructive path even before the day the project is kicked off.
{"title":"How the Seven Deadly Sins Can Lead to Project Failure","authors":"H. Kerzner","doi":"10.5585/GEP.V3I3.129","DOIUrl":"https://doi.org/10.5585/GEP.V3I3.129","url":null,"abstract":"For more than forty years, the project management landscape has seen textbooks, journal articles and presented papers discussing the causes of project failures. Unfortunately, many of the failure analyses seem to look at failure superficially rather than in depth. When trying to discover the root cause of a failure, we usually look first in the contractor’s company for someone to blame rather than in our own company. If that doesn’t work, then we begin climbing the organizational hierarchy in our own company by focusing on the project team, followed by the project manager. Once we find someone to blame, the search seems to end and we feel comfortable that we have discovered the cause of the failure. It is human nature to begin finger-pointing at the bottom of the organizational hierarchy first, rather than at the top. Yet, more often than not, the real cause of failure is the result of actions (or inactions) and decisions made at the top of the organizational chart than at the bottom. It is also human nature to make decisions based upon how we are affected by the Seven Deadly Sins, namely: envy, anger, pride, greed, sloth, lust and gluttony.Decisions made based upon the Seven Deadly Sins, whether they are made at the top or bottom of the organization, can have dire consequences on projects. Sometimes the sins are hidden and not easily recognized by ourselves or others. We simply do not see or feel that were are committing a sin. The Seven Deadly Sins affect all of us sooner or later, even though we refuse to admit it. Some of us may be impacted by just one or two of the sins, whereas others may succumb to all seven. What is unfortunate is that the greatest damage can occur on projects when the sins influence the way that senior levels of management must interface with projects, whether as a project sponsor or as a member of a governance group. Bad decisions at the top, especially if based upon emotions rather than practicality, can place the project on a destructive path even before the day the project is kicked off.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"39 8","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120993550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Leadership style and organizational performance have been researched extensively. However, the literature has a limited number of studies concerning organizational performance of small and medium businesses, even less research on the impact on organizational performance of Theory X and Theory Y type leadership styles. In addition, minimal access to data on financials for small and medium businesses presents a challenge for this line of research. Regardless, research does show that small and medium business owners/managers are quite accurate when asked about their financials and growth. In this study, we focused on three related questions: 1) Do owners/managers who report increases in turnover for the last five-year period more likely to exhibit Theory Y tendencies? 2) Are owners/managers who report increases in innovations more likely to exhibit Theory Y tendencies? 3) Are owners/managers who report decreases in overall costs more likely to exhibit Theory Y tendencies? The research was conducted in the Şishane region of Istanbul, Turkey. This region, in particular, houses hundreds of chandelier makers and lighting firms, some of which even date back to the Ottoman Empire. Data was collected via a survey instrument distributed to 200 chandelier makers and lighting firms in the area. Data was analyzed through the SPSS statistical packet program and proposed relations in the model were tested through logistic regression analyses.
{"title":"Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier District","authors":"Aykut Arslan, Selva Staub","doi":"10.2139/ssrn.2181347","DOIUrl":"https://doi.org/10.2139/ssrn.2181347","url":null,"abstract":"Leadership style and organizational performance have been researched extensively. However, the literature has a limited number of studies concerning organizational performance of small and medium businesses, even less research on the impact on organizational performance of Theory X and Theory Y type leadership styles. In addition, minimal access to data on financials for small and medium businesses presents a challenge for this line of research. Regardless, research does show that small and medium business owners/managers are quite accurate when asked about their financials and growth. In this study, we focused on three related questions: 1) Do owners/managers who report increases in turnover for the last five-year period more likely to exhibit Theory Y tendencies? 2) Are owners/managers who report increases in innovations more likely to exhibit Theory Y tendencies? 3) Are owners/managers who report decreases in overall costs more likely to exhibit Theory Y tendencies? The research was conducted in the Şishane region of Istanbul, Turkey. This region, in particular, houses hundreds of chandelier makers and lighting firms, some of which even date back to the Ottoman Empire. Data was collected via a survey instrument distributed to 200 chandelier makers and lighting firms in the area. Data was analyzed through the SPSS statistical packet program and proposed relations in the model were tested through logistic regression analyses.","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"80 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115134581","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study examines the relationship of values and social capital with attitudes towards innovations. The respondents (N = 1238) were asked to fill in a questionnaire, which included the Schwartz value survey SVS-57, a selfassessment scale of innovative personality traits [Lebedeva, Tatarko, 2009], and a method of assessing social capital [Tatarko, 2011]. The results of the correlation analysis revealed a positive correlation between values of Openness to Change and a positive attitude to innovation. It was also found that the components of social capital (trust, tolerance, perceived social capital) positively correlated with attitudes to innovation. The empirical model obtained by means of a structural equation modeling generally confirmed the hypothesis of the study and demonstrated the positive impact of the values of Openness to Change and social capital on attitudes towards innovations in Russia
{"title":"Values and Social Capital as Predictors of Attitudes Towards Innovation","authors":"N. Lebedeva, K. Osipova, L. Cherkasova","doi":"10.2139/ssrn.2084747","DOIUrl":"https://doi.org/10.2139/ssrn.2084747","url":null,"abstract":"This study examines the relationship of values and social capital with attitudes towards innovations. The respondents (N = 1238) were asked to fill in a questionnaire, which included the Schwartz value survey SVS-57, a selfassessment scale of innovative personality traits [Lebedeva, Tatarko, 2009], and a method of assessing social capital [Tatarko, 2011]. The results of the correlation analysis revealed a positive correlation between values of Openness to Change and a positive attitude to innovation. It was also found that the components of social capital (trust, tolerance, perceived social capital) positively correlated with attitudes to innovation. The empirical model obtained by means of a structural equation modeling generally confirmed the hypothesis of the study and demonstrated the positive impact of the values of Openness to Change and social capital on attitudes towards innovations in Russia","PeriodicalId":276560,"journal":{"name":"Psychology of Innovation eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123168438","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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